Imagineering as Complexity-Inspired Method for Transformative Service Design

Diane Nijs
NHTV University of Applied Sciences Breda, The Netherlands

Ir. Jo Van Engelen
NHTV University of Applied Sciences Breda, The Netherlands

Ladda ner artikel

Ingår i: ServDes.2014 Service Future; Proceedings of the fourth Service Design and Service Innovation Conference; Lancaster University; United Kingdom; 9-11 April 2014

Linköping Electronic Conference Proceedings 99:18, s. 184-193

Visa mer +

Publicerad: 2014-06-25

ISBN: 978-91-7519-280-2

ISSN: 1650-3686 (tryckt), 1650-3740 (online)


Service design is increasingly oriented toward transformative aims and practices in organizations. With this evolution; service design is entering the fields of organizational studies and social change with high responsibility and sometimes little background knowledge of their respective theories; principles and their recent evolution. Particularly in the field of change and transformation; the recent evolution of theoretical insights and perspectives of organizational science are significant as the move towards complexity science is gaining academic acceptance and starts to be embraced in practice. This article presents Imagineering as a complexity-inspired design approach to realize transformational objectives; and it illustrates the method with the case study of the transformation of the enterprise logic in the city of Antwerp. The paper concludes by reflecting on the eventual implications and perspectives of the method for the practice of service design as transformational design and for design thinking in management in general.


Service design; Organizational transformation; Emergence; Complexity; Imagineering


Banathy; B. H.; (1996). Designing social systems in a changing world. New York: Plenum Press.

Bruner; J. (1986). Actual minds; possible worlds. Cambridge; MA: Harvard University Press.

Ciborra; C. (1995). The platform organization: Recombining strategies; structures; and surprises. Organization Science; 7(2); 1-16.

Corning; P. A. (2012). The re-emergence of emergence; and the causal role of synergy in emergent evolution. Synthese; 185(2); 295-317.

Csikszentmihalyi; M. (1999). Implications of a system perspective for the study of creativity. In R.J. Sternberg (Ed.); Handbook of creativity (pp. 313-325). Cambridge: Cambridge University Press.

George; JM (2007). Chapter 9: Creativity in organizations. The Academy of Management Annals; 1(1); 439–77.

Goldstein; J. (1999). Emergence as a construct: History and issues. Emergence: A journal of complexity issues in organizations and management; 1(1); 49-72.

Junginger; S. & Sangiorgi; D. (2009). Service design and organizational change. Bridging the gap between rigor and relevance. Proceedings of the 3rd IASDR Conference on Design Research; Seoul; South Korea: Korean Society of Design Science.

Kahane. A. (2012). Transformative scenario planning: Working together to change the future; San Francisco: Berrett-KoehlerPublishers.

Kimbell; L. (2009). The turn to service design. In J. Gulier & L. Moor (Eds.); Design and creativity: Policy; management and practice (pp.157-173). Oxford: Berg.

Loasby; B. (2007). Appropriability; proximity; routines and innovations; Imagination and order. Druid Summer Conference.

Marion; R. (2012). Leadership of Creativity: Entity-Based; Relational; and Complexity Perspectives. In M. Mumford; Handbook of Organizational Creativity (pp. 457-482). San Diego; CA: Elsevier.

McKelvey; B. (2004). Toward a complexity science of entrepreneurship. Journal of Business Venturing; 19(3); 313-341.

Morelli; A. (2007). New representation techniques for designing in a systemic perspective. Conference Proceedings Design Inquiries; Stockholm.

Nijs; D. (In Press). Imagineering the Butterfly Effect: Transformation by Inspiration. Eleven International Publishing.

Ramirez; R. (1999). Value co-production: Intellectual origins and implications for practice and research. Strategic Management Journal; 20; 49-65.

Sangiorgi; D. (2009). Building a framework for service design research. In Proceedings of the 8th European Academy of Design International Conference (pp. 415-420); Aberdeen; Scotland: Robert Gordon University.

Sangiorgi; D. (2010). Transformative services and transformation design. International Journal of Design; .5(1); 29-40.

Sheth; J. & Uslay; C. (2007). Implications of the revised definition of marketing: From exchange to value creation; Journal of Public Policy & Marketing; 26; 302-307.

Sheth; J.N. & Sisodia; R.S. (2006). Does Marketing Need Reform?; Fresh Perspectives on the Future. New York: M. E. Sharpe.

Stacey; R.D. (1995). The science of complexity: An alternative perspective for strategic change processes. Strategic Management Journal; 16( 6); 477-495.

Vargo; S. L. & Lusch; R.F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing; 68;.1-17.

Vargo; S. L. & Lusch; R.F. (2008). From goods to service(s): Divergences and convergences of logics. Industrial Marketing Management; 1-6.

West; B.J. (1985). An essay on the importance of being nonlinear. Issues 61-63; Springer-Verlag.

Wieland; H.; Polese; F.; Vargo; S.; & Lusch; R. (2012). Toward a service (eco)systems perspective on value creation. International Journal of Service Science; Management; Engineering and Technology; 3(3); 12-25.

Young; R. (2008). An integrated model of designing to aid the understanding of the complexity paradigm in design practice. Futures; 40(6); 562-576.

Citeringar i Crossref